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matrix vision newsletter
Emotional Intelligence Issue
May, 2010 - Vol 3, Issue 5
In This Issue
Emotional Intelligence?
Emotional Intelligence - Why?
EQ (Emotional Quotient)
EI and 360 Feedback
Matrix Vision Award
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Story of the Month

A young and rather boastful champion challenged a Zen master who was renowned for his skill as an archer. The young man demonstrated remarkable technical proficiency when he hit a distant bull's eye on his first try, and then split that arrow with his second shot. "There," he said to the old man, "see if you can match that!"


Undisturbed, the master did not draw his bow, but rather motioned for the young archer to follow him up the mountain. Curious about the old fellow's intentions, the champion followed him high into the mountain until they reached a deep chasm spanned by a rather flimsy and shaky log. Calmly stepping out onto the middle of the unsteady and certainly perilous bridge, the old master picked a far away tree as a target, drew his bow, and fired a clean, direct hit. "Now it is your turn," he said as he gracefully stepped back onto the safe ground.


Staring with terror into the seemingly bottomless and beckoning abyss, the young man could not force himself to step out onto the log, no less shoot at a target. "You have much skill with your bow," the master said, sensing his challenger's predicament, "but you have little skill with the mind that lets loose the shot."

Emotional Intelligence Quotes
"Pessimism is bad for your health.  It lowers your immunity.  Your health at the age of 60 is strongly related to your optimism/pessimism at age 25.  More prone to isolation because people don't want to be around you.  Pessimists don't stick to health regimens or get medical advice."
Martin Seligman
" Anger is an acid that can do more harm to the vessel in which it is stored than to anything on which it is poured.
Author Unknown
"There is only one corner of the universe you can be certain of improving... and that's your own self.
Aldous Huxley
"Knowing others and knowing oneself, in one hundred battles no danger. Not knowing the other and knowing oneself, one victory for one loss. Not knowing the other and not knowing oneself, in every battle certain defeat.
Sun Tzu

 "Be not disturbed at being misunderstood; be disturbed rather at not being understanding.
Chinese Proverb

"I respect the man who knows distinctly what he wishes.  The greater part of all mischief in the world arises from the fact that men do not sufficiently understand their own aims.  They have undertaken to build a tower, and spend no more labor on the foundation than would be necessary to erect a hut.
Johann Wolfgang von Goethe
" If we could read the secret history of our enemies, we would find in each man's life a sorrow and a suffering enough to disarm all hostility.
Henry Longfellow
Welcome to the matrix vision newsletter for May. This month's newsletter is focussed on Emotional Intelligence.    
This newsletter presents some tips and tools on how to improve Creativity and Innovation in your organisation.  We have articles including: 
  • what emotional intelligence is all about and where it originated,
  • some emotional intelligence success stories,
  • information about the TTI - Emotional Quotient and how it can give you an understanding of your own emotional intelligence,
  • how 360 degree feedback enhances your self awareness, and
  • how matrix vision has been recognised as a responsible email marketer with an All Star Award

Enjoy your reading and as always your feedback would be welcome!

If any of the information interests you and if you would like to find out how it can help you please contact us.  We would love to talk with you.
Emotional Intelligence?
EQ BrainYou could easily interpret that term "Emotional Intelligence" (EI) as an oxymoron.  It appears that each of the words mean the opposite of each other.  Emotion is often regarded as irrational, while intelligence is supposed to be about rational logical thinking.
However, David Caruso who works in this area writes, "It is very important to understand that emotional intelligence is not the opposite of intelligence, it is not the triumph of heart over head -- it is the unique intersection of both"...
Let's talk about Intelligence. Well first, the concept of "Intelligence" is typically focused on analytic reasoning, verbal skills, spatial ability, attention, memory and judgment (all of which can have many different definitions).
For a long time we have measured and valued these capabilities and have used the scores to attempt to predict a person's success.  However we have observed that there are so many people with high IQ's that do not perform as well as their intellect would suggest.  Calvin Coolidge observed "nothing is more common than unsuccessful men with talent.... the world is full of educated derelicts". 
Researchers have been puzzled by the fact that while IQ could predict to a significant degree academic performance and, to some degree, professional and personal success, there was something missing in the equation. Some of those with fabulous IQ scores were doing poorly in life; one could say that they were wasting their potential by thinking, behaving and communicating in a way that hindered their chances to succeed.
In 1940 David Wechsler described the influence of non-intellective factors on intelligent behaviour, and further argued that our models of intelligence would not be complete until we can adequately describe these factors... By 1943 Wechsler was proposing that the non-intellective abilities are essential for predicting one's ability to succeed in life.
An example of this research on the limits of IQ as a predictor is the Sommerville study, a 40-year longitudinal investigation of 450 boys who grew up in Sommerville, Massachusetts.
Two-thirds of the boys were from welfare families, and one-third had IQ's below 90. However, IQ had little relation to how well they did at work or in the rest of their lives.
The thing that made the biggest difference were childhood abilities such as being able to handle frustration, control emotions, and get along with other people.
Another interesting example is a study of 80 Ph.D.'s in science who underwent a battery of personality tests, IQ tests, and interviews in the 1950s when they were graduate students at Berkeley.
Forty years later, when they were in their early seventies, they were tracked down and estimates were made of their success based on resumes, evaluations by experts in their own fields, and sources like American Men and Women of Science.
It turned out that social and emotional abilities were four times more important than IQ in determining professional success and prestige.
It wasn't until 1983 that Howard Gardner began to write about "multiple intelligence." Gardner proposed that "intrapersonal" and "interpersonal" intelligences are as important as the type of intelligence typically measured by IQ and related tests.
Salovey and Mayer coined the term emotional intelligence in 1990, fully aware of the previous work on non-cognitive aspects of intelligence. They described emotional intelligence as "a form of social intelligence that involves the ability to monitor one's own and others' feelings and emotions, to discriminate among them, and to use this information to guide one's thinking and action"
EI BookHowever it was not until Daniel Goleman published his book "Emotional Intelligence" in 1995 that we had something concrete that we could use to determine and build emotional intelligence.
Goleman made a distinction between emotional intelligence and emotional competence. Emotional competence refers to the personal and social skills that lead to superior performance in the world of work. "The emotional competencies are linked to and based on emotional intelligence. A certain level of emotional intelligence is necessary to learn the emotional competencies."
For instance, the ability to recognise accurately what another person is feeling enables one to develop a specific competency such as Influence. Similarly, people who are better able to regulate their emotions will find it easier to develop a competency such as decisiveness or motivation/drive.
Goleman identified the five 'domains' of EQ as:
  1. Self-Awareness - ability to know your emotions.
  2. Self-Regulation - ability to manage your own emotions.
  3. Motivation - ability to motivate yourself.
  4. Empathy - ability to recognise and understand other people's emotions.
  5. Social Skills - ability to manage relationships, ie., managing the emotions of others.
Goleman describes a number of sub-competencies under these five main domains. 
If you would like some help in understanding "Emotional Intelligence" and look at ways that you can build these capabilities in your organisation give us a call and we can talk with you about how we can help you.
Emotional Intelligence - Why?

EQ - TimeEmotional Intelligence is the ability to sense, understand and effectively apply the power and acumen of emotions in order to facilitate high levels of collaboration and productivity. Research over the last 15-20 years has shown that individuals who have developed their Emotional Intelligence are between 40 -122% more effective, especially in roles that require influencing and guiding other's choices (e.g. sales, customer service or leadership).


It has been said that the EQ (or understanding of Emotional Intelligence) will trump having a high IQ due to the power of Emotional Intelligence to assist in collaboration and productivity. Look at some examples: 

  • The US Air Force also found that by using emotional intelligence to select recruiters, they increased their ability to predict successful recruiters by nearly three-fold. The immediate gain was a saving of $3 million annually.
  • Experienced partners in a multinational consulting firm were assessed on the EI competencies plus three others. Partners who scored above the median on 9 or more of the 20 competencies delivered $1.2 million more profit from their accounts than did other partners - a 139 percent incremental gain.
  • An analysis of more than 300 top-level executives from fifteen global companies showed that emotional competencies distinguished stars from the average.
  • In jobs of medium complexity (sales clerks, mechanics), a top performer is 12 times more productive than those at the bottom and 85 percent more productive than an average performer. Competency research in over 200 companies and organisations worldwide suggests that about one-third of this difference is due to technical skill and cognitive ability while two-thirds is due to emotional competence.
  • At L'Oreal, sales agents selected on the basis of certain emotional competencies significantly outsold salespeople selected using the company's old selection procedure.
  • In a large beverage firm, using standard methods to hire division presidents, 50% left within two years, mostly because of poor performance. When they started selecting based on emotional competencies, only 6% left in two years. Furthermore, the executives selected based on emotional competence were far more likely to perform in the top third based on salary bonuses for performance of the divisions they led.
  • Research by the Center for Creative Leadership has found that the primary causes of derailment in executives involve deficits in emotional competence. The three primary ones are difficulty in handling change, not being able to work well in a team, and poor interpersonal relations.
  • After supervisors in a manufacturing plant received training in emotional competencies, lost-time accidents were reduced by 50 percent, formal grievances were reduced from an average of 15 per year to 3 per year, and the plant exceeded productivity goals by $250,000.
  • One of the foundations of emotional competence -- accurate self-assessment -- was associated with superior performance among several hundred managers from 12 different organizations.
  • A study of 130 executives found that how well people handled their own emotions determined how much people around them preferred to deal with them.
  • For sales reps at a computer company, those hired based on their emotional competence were 90% more likely to finish their training than those hired on other criteria.
  • At a national furniture retailer, sales people hired based on emotional competence had half the dropout rate during their first year.
  • For 515 senior executives analysed by the search firm Egon Zehnder International, those who were primarily strong in emotional intelligence were more likely to succeed than those who were strongest in either relevant previous experience or IQ. In other words, emotional intelligence was a better predictor of success than either relevant previous experience or high IQ.
  • Financial advisors at American Express whose managers completed the Emotional Competence training program were compared to an equal number whose managers had not. During the year following training, the advisors of trained managers grew their businesses by 18.1% compared to 16.2% for those whose managers were untrained.
  • The most successful debt collectors in a large collection agency had an average goal attainment of 163 percent over a three-month period. They were compared with a group of collectors who achieved an average of only 80 percent over the same time period. The most successful collectors scored significantly higher in emotional intelligence competencies.
These examples show the power of emotional intelligence and the difference it makes when it is applied in organisations. At matrix vision we can help you develop the emotional intelligence of your people through targeted training programs and/or individual personal coaching. If you would like your people to achieve better results, give us a call.
EQ (Emotional Quotient)
The Emotional Quotient (EQ) is a simple yet powerful tool that measures a person's Emotional Intelligence in Goleman's five key competencies..
The EQ tool focuses on 2 areas: 
Interpersonal Skills - The ability to identify and understand how to effectively relate to, work with and motivate others. This is made up to two key competencies:
  1. Empathy - The ability to understand the emotional makeup of other people and the skill to treat people according to their emotional reactions.
  2. Social Skills - Proficiency in managing relationships, building networks and the ability to find common ground to build rapport 
Intrapersonal Skills - The ability to understand yourself, form an accurate concept of yourself and apply that concept to operate effectively.  
  1. Self Awareness - The ability to recognise and understand your own moods, emotions, and drives, as well as their effects on others.
  2. Self Regulation - The ability to control or redirect disruptive impulses and moods. This includes the propensity to suspend judgment, to think before acting.
  3. Motivation - A passion to work for reasons that go beyond money or status and to pursue your goals with energy and persistence. 
By quantifying and measuring the skills above, the TTI Emotional Quotient is able to accurately identify a person's overall Emotional Intelligence. Perhaps more powerful is the ability to describe activities tailored to the individual to help develop and grow the five key capabilities - Empathy, Social Skills, Self Awareness, Self Regulation and Motivation.
The Emotional Quotient provides simple, systematic and accurate feedback for developing one's emotional intelligence. With an increase in EQ, individuals and teams will enjoy a significant improvement in their personal and professional relationships as well as more rewarding interactions with others.
The EQ is used in mentoring and training programs for developing teams, communication effectiveness, conflict resolution, sales effectiveness and other training associated with creating more effective relationships.  
EQ Graph

The TTI Emotional Quotient involves taking a simple 20 minute questionnaire online. From this questionnaire respondents will receive an 8 page personalised report that will help identify ways they you can take action to accelerate your Emotional Quotient development and leverage their new knowledge to make better decisions on the job.

If you would like to understand your own EQ or learn how we at matrix vision use this instrument in training programs and personal coaching to improve organisational effectiveness or if you would like to see a sample report, Give us a call.
EI and 360 Feedback
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Matrix Vision is a value added reseller and a user of the most powerful and versatile feedback software tool available today.
People need an efficient, confidential and anonymous vehicle for giving feedback to each other. State-of-the-art software can simplify the process of collecting multi-source (360) feedback for anyone in your organisation.
20/20 Insight GOLD is the world's most versatile feedback tool. With this system, we can set up surveys to collect virtually any type of feedback-ideas, opinions, impressions, ratings - from any number of people about the performance of an individual, a team or even your organisation as a whole.organisation.
Using 360 Degree Feedback to improve Emotional Intelligence
In the previous article we looked at the TTI - Emotional Quotient instrument and talked about the value of establishing a measurement of your emotional intelligence.  This is valuable and is a very reliable and valid instrument.
However to supplement the TTI - EQ report, many people find they get an added dimension to their EQ self awareness by getting 360 degree feedback.
360 FeedbackFor instance, if you think you are self-aware and are interested in checking your assumption, you can use a 360-degree assessment to give you some added insights. A 360-degree assessment allows you to rate yourself on a variety of items and then asks others to rate you on these same items. The beauty of a 360-degree assessment is that it allows you to check your accuracy by seeing yourself through the eyes of others.
If you think you are a good listener, a 360-degree assessment would ask you to rate yourself, and then would ask others to rate your listening skills. "Others" could include your coworkers and peers, your boss, your direct reports, or others who know you and interact with you in the workplace. This data, then, would serve as a way to help you understand what others see. The reason for obtaining 360-degree feedback is, of course, to uncover blind spots. Without this data, you may be missing important development opportunities.
If you think you're a terrific listener, then you wouldn't spend time trying to improve that skill. Now, on the other hand, if you thought you were a terrific listener and data from numerous other people said that you were not, then you may wish to spend some time developing in this area. Studies have linked 360-degree feedback and increase in managerial effectiveness because of an increase in self-awareness. .
At matrix vision we have 3 surveys that specifically use Goleman's Emotional Intelligence competencies as well as many more pre-designed surveys on various categories relating to Emotional Intelligence competencies (including Goleman's sub competencies).  However we can also work with you to design a survey that specifically meets your needs.
The combination of the TTI - EQ Instrument and a related 360 degree feedback survey will enhance the development of Emotional Intelligence. Give us a call and we can talk about how we can make it happen
To learn more about the power of 20/20 Insight Gold click on the image.
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To talk with us about how you can use feedback to help improve your organisation, please
Matrix Vision Receives 2009 Constant Contact All-Star Award
Constant Contact recognised Matrix Vision for commitment to best practices in email marketing
All Star Logo Large
Matrix Vision has received a 2009 All-Star Award from
Constant Contact, Inc., a leading provider of email marketing, event marketing, and online survey tools for small organisations.  Matrix Vision was selected for meeting Constant Contact's best-practice standards for the use of Email Marketing throughout 2009.
Matrix Vision received a 2009 Constant Contact All-Star Award for demonstrating best practices in the effective use of Constant Contact Email Marketing in the following areas: 
  • Frequency of campaigns
  • Open rates
  • Bounce rates
  • Click through rates
"Our customers work hard to build strong relationships with their customers through email marketing and some, such as Matrix Vision, truly excel in this effort," said Gail Goodman, CEO, Constant Contact. "We created our All-Star Awards to highlight those customers who are passionately committed to following our best practices as they work to improve their customer communications. We're proud of the role we play in helping Matrix Vision be successful and we look forward to continuing to assist the company with its marketing efforts." 
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In June the theme of the newsletter will be "Human Resources".
All the Best,
Barry Signature
Barry McMaster
Matrix Vision Pty Limited